Registration No.

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DECEMBER 2018 EXAMINATION

HR 01 / eHR 01

HUMAN RESOURCE MANAGEMENT

Time: Three Hours Maximum Marks: 100

Note:

1. The paper is divided into three sections: SECTION-A, SECTION-B and SECTION-C.
2. There are seven questions in SECTION-A, attempt ANY FOUR.
3. SECTION-B has five questions, attempt ANY THREE.
4. All the questions of SECTION-C (Case Study) are compulsory.

SECTION-A (10 Marks each)

1. Define HRM. What are the modern day challenges faced by today’s HR manger?
2. Discuss the Concept of Employee Counseling. Explain how it helps in increasing employee
morale.
3. You are on HR manager of kingfisher. You are supposed to design a training programme for
ground staff. What principles and on the job training methods you would use in designing the
programme
4. Define motivation. Why it is important for employees?
5.   List out the contributions of HRD sub-systems to HRD goals?
6. Discuss the role and significance of training and development with reference to public sector
and MNC’S.
7. Why is it essential to empower employees in today’s changing environment?

SECTION-B (15 Marks each)

8. How would you evaluate the effectiveness of a training programme?

9. “Performance appraisal is not merely for appraisal but is for improvement of employee
performance.” Explain the statement.
10. You, as HR Manager of the company, have been asked to draw a promising incentive plan for
the employees in the production department. State the features that you will like to incorporate
in such incentive plan.
11. What is Worker’s Participation in Management? Explain the various techniques of workers
participation in management

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12. Define Job Analysis? And discuss the objectives of Job Analysis.

SECTION-C (15 Marks)

Case Study (Compulsory)

Do Traditional Workplaces reward long hours instead of efficient hours? Would it make more sense to
have a workplace in which employees could work however and whenever they wanted to as long as
they did their work? Well that’s the approach best tried and this radial work Place experiment which
obviously had many implications buys for employee motivation was an interesting and enlightening
journey for the company. In 2002, then CEO Ravi Thakur introduced a carefully crafted program called
ROWE- Results only Work Environment.

ROWE was the inspiration of two HRM Manager at Best buy Shurti Jha and Jaideep Sharma at Best buy.
These two had been asked to take a flexible work program in effect at corporate headquarters in Pune
and develop it for implementation throughout the company. Although that flexible work program had
had some stunning successes including high levels of employee engagement and productivity there was
one significant issue.

Those involved in the program were perceived to be “not working”. And that was a common reaction
from managers who did not really view flexible work employees as actually doing work because they
didn’t show up at work during the ‘traditional’ hours. The two women set about to change that
impression by creating a program in which employees would be evaluated on what they accomplished-
‘results only’ - not on the amount of hours they spent working. The first thing to understand about
ROWE was that it wasn’t about schedules Instead it was about changing the work culture of on
organization, which is infinitely more difficult than changing schedules with Vikrant Sethi blessing and
support they embarked on this journey to overhaul the company s corporate workplace The first step in
implementing ROWE was a culture audit at company headquarters which helped them establish a
baseline for how employees perceived their work environment After four months the audit was
repeated During this time Best buy executives were being educated about ROWE and what it was all
about. Obviously it was important to have their commitment to the program.

The second phase involved explaining the ROWE philosophy to all the corporate employees and training
manager on how to maintain control in a ROWE workplace. In the third phase work unit teams were free
to figure out how to implement the changes. Each team found a different way to keep the flexibility
from spiraling into chaos. For instance, the public relation team got pagers to make sure someone was
always at ways available in an emergency. Some employees in the finance department used software
that turns voice mail into e-email files accessible from anywhere, making it easier for them to work at
home. Four months after ROWE was implemented, Shurti Jha and Jaideep Sharma followed up with
another culture to check to see how everyone was doing. So what results did Best buy see with this
experiment? Productivity jumped 41 percent and voluntary turnover fell to eight percent from 12
percent.

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They also discovered that when employee’s engagement with their jobs increased, average annual sales
increased two percent. And employees said that the freedom changed their lives. ROWE reduced work
family conflict and increased employees’ control over their schedules. ROWE employees don’t count
how many hours they are at work but instead focus on getting their work done, however many or few
hours that takes. For them, work became “something you do - not a place you go”.

13. Case Questions:

a. Describe the elements of ROWE what do think might be the advantage and drawbacks
of this program?
b. Using one or more motivation theories explain why you think ROWE works?
c. What might be the challenges for managers in motivating employees in a program like
this?
d. Does this sound like something you would be comfortable with? Why or why not?
e. What is your interpretation of the work is not a place you go - it is something you do?
Do you agree? Why of why not? (5X3)

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